Under pressure: Compensation and retention during a turbulent economy
Description
Executives face the challenge of motivating and retaining key talent as a dismal economy wreaks havoc with traditional compensation plans. How will companies respond?
Sujets
Informations
| Publié par | deloitte |
| Nombre de lectures | 176 |
| Langue | English |
Extrait
Talent/Human Capital
Under pressure
Compensation and retebntlieon dcuroinnog ma y tur u nt e
December 2009
Contents
1 Key findings 2 An uneven recovery persists 3 Compensation strategies are still driven by past pessimism, not future optimism 7 Little evidence companies are adjusting compensation plans to motivate employees in 2009 8 Retention plans remain on the back-burner, even for key employees 10 Focused on the bottom line, but what about the future? 11 Survey participants/demographics 12 Contacts
You may be interested in our Managing Talent in a Turbulent Economy Survey Series This is a year-long longitudinal series conducted for Deloitte Consulting LLP by Forbes Insights surveying global executives across all industries, at large businesses worldwide in the Americas, Asia Pacific, and Europe, the Middle East, and Africa. The talent pulse survey research, as well as Deloitte’s position on the impending resume tsunami, has gained both U.S. and global recognition (e.g., USA Today, The Wall Street Journal, and Management Issues ). Playing Both Offense and Defense Part one in the series, conducted in January 2009, surveyed 326 executives from businesses worldwide on how they are planning and managing their workforces in today’s challenging economic environment. The report was published in February 2009 and includes a spotlight focus on workforce planning and analytics. Read Playing Both Offense and Defense Navigating a Course Through Rough Waters Part two in the series, conducted in March 2009, examined how 397 executives have changed strategic priorities and talent tactics since the initial January survey. The report was published in April 2009 and features a spotlight focus on talent and risk. Read Navigating a Course Through Rough Waters
Taelnt
Clearing the Hurdles to Recovery Part three in the series, conducted in May 2009, focused on retention and continued to track and compare how 319 global business leaders have shifted their talent priorities and strategies since the January and March surveys. This report was published in July 2009. Read Clearing the Hurdles to Recovery
Keeping Your Team Intact A special report in the series compared the results of an August 2009 survey of 368 employees at large enterprises worldwide with the May 2009 survey of executives. The study examines employees’ perspectives on retention, their turnover intentions, and how their responses varied across the different workforce generations. This report was published in September 2009. Read Keeping Your Team Intact
Leaning into the Recovery This latest survey in the longitudinal study published in November 2009 reveals a clear divide between companies that are positioning themselves effectively for the economic recovery and those that are in danger of being left behind. Companies that remain in a Managing talent in a turbulent economy Leaning into the recovery defensive posture will risk losing the increasingly critical fight for November 2009 talent. Those that also embrace a talent strategy to drive innovation will separate leaders from laggards. Read Leaning into the Recovery
Key findings
Over the past year, companies have confronted the most • Companies appear to have little appetite for modifying difficult economic environment in a generation. Among compensation plans in order to increase payouts to em-the many challenges executives have faced: How to ployees, even to top talent. Retention programs remain motivate and retain key talent when a dismal economy is a relatively low priority for companies in many industries wreaking havoc with traditional compensation plans? that believe employees “are lucky they have jobs” in a tough economy. To explore this issue, Deloitte conducted a survey in October 2009 of more than 200 executives at • Some companies, however, are holding compensation U.S. companies spanning a range of industries. This packages steady or even increasing them, positioning survey, which updates Deloitte’s September 2008 themselves for a turn in the economy when the talent study, “ Retention Strategies during Difficult Economic market heats up. Organizations that adjust their com-Conditions ,” revealed several key findings. According to pensation and retention strategies now stand to benefit survey participants: as the recovery takes hold. • While the macro-economic outlook may have bright -ened, the recovery has been uneven – and pessimism about the past, rather than optimism about the future, appears to be driving corporate compensation strategies. • Every component of compensation remains under pres -sure – from base pay, bonuses, and retirement plans to stock options and restricted stock grants.
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.
Under pressure: Compensation and retention during a turbulent economy – December 2009 1
An uneven recovery persists
The recession may have officially ended, but there are Figure 1. How are business conditions for your signs the U.S. economic recovery has been uneven at best. company compared to 12 months ago? The stock market, for example, is up nearly 60% from its Substantially low, but unemployment stands at 10% for the first time in Signwifiocrsaen tly imp3r%ovedSohat more than two decades. 12%imewved mpro 15% This dichotomy was evident in the 2009 survey results. A nearly equal number of executives surveyed reported Sowmoerwsehat business conditions for their companies have improved 15% over the past 12 months (40%) compared to those who reported conditions have gotten worse (43%) (Figure 1). Slightly Looking ahead, the economic outlook brightens some-improved what. By a 4:1 ratio, surveyed executives were more likely Swligorhstely 22% to predict over the next 12 months “the worst is behind 16% us, our company is on the upswing” (22%) than to believe ” “business conditions will get worse before they improve Relative (5%). Nevertheless, 66% believe business will remain unchangleyd tough for a while (Figure 2). 17%
Figure 2. What is the outlook for your company’s business over the coming 12 months? Business conditions Unsure will get worse before 8% The worst is behind they improve us, our company is 5% on an upswing 22%
Business will still be tough for a while 66%
der pressure: Compensation and retention during a turbulent economy – December 2009 2
trat sCtioll mdprievnesna tbiyo np asst peesgsiiesm iasrem , not future optimism
For most companies, according to survey participants, n ev e e g r a y t i c v o el m y i p m on p e a n ct t e o d f b c y o t m h p e e d n i s f a fi t c i u o l n t e a c p o p n e o ar m s y t . o h W a h v il e e been “We froze salaries and performance-based pay (such as annual bonuses and wages for 2009…” ldoonwg-ntteurrmns i, ncmeanntiyv ceos) mtyppainciaellsy atraek secs aali nhigt bdaucrikn gb aesceo snaolamryic “Salaries over $70,000 iinngcr euaps leoss ta si nwcoellm –e . a nd employees have little hope of mak-are frozen…” – Survey Respondents Base Salaries According to our survey participants, at least 85% of companies will not provide standard merit increases on The prospects for base salary increases improve somewhat base salaries in 2009. Executives fare somewhat worse in 2010, although raises will likely be smaller than in more than employees, with two out of three (66%) seeing either robust economic times. Looking ahead to next year, 30% no increase in base salary or a salary reduction (compared of surveyed respondents anticipate standard base salary to 54% for employees) (Figure 3). Seventy percent of increases of 3-5% for employees and 28% plan similar executives surveyed report their companies have no plan raises for executives. A majority of survey respondents to compensate employees down the road for salaries that (54%) plan to make smaller than normal salary increases were frozen or reduced in the teeth of the recession. for employees next year, while 44% indicate executives can expect a smaller salary bump (Figure 4). Figure 3. Merit increase pool for Fiscal Year 2009 Standard pool (3-5%) 15% 14% Smaller pool (<3%) 31% 19% Zero pool (no i e) 44% ncreas 51% Salary red ions 10% Employees uct 15% Executives
Figure 4. Projected Fiscal Year 2010 merit increase pool Standard pool (3-5%) 30% 28% Smaller pool (<3%) 54% 44% 16% Zero pool (no increase) 25% 0% Salary reductions 2%
Employees Executives
Under pressure: Compensation and retention during a turbulent economy – December 2009 3
Annual Incentive Plans Even for those employees fortunate enough to receive Given the tight rein on base pay increases, it was not bonuses this year, the economic downturn will take its toll. surprising that more than six out of 10 executives (64%) More than half (52%) of the executives who participated surveyed reported their companies plan to award bonuses in this survey reported bonuses will be smaller than in below target this year. Fully 20% reported they plan to 2008, compared to just 20% who believe they will be forego bonuses altogether – double the number of com- higher (Figure 6). panies that zeroed out bonuses last year. Nevertheless, 36% project annual bonuses at or above target – a strong Figure 6. Fiscal year 2009 projected bonuses compared minority, but still a decline from 41% in 2008 (Figure 5). to fiscal year 2008 actual bonuses No bonus Other Significantly above either year 3%20089 l%evels 7% its 200 et Somewhat above “Company exceeded 8 targ s 2008 levels but management decided not to pay 11% Significantly bonuses in light of economy.” 2008 below levels – Survey Respondent 32%
Figure 5. Projected annual bonus as a percent of target bonus Significantly above target 3% (>125% of target) 4% Somewhat above target 9% (105-125% of target) 10% At target (95-105%) Somewhat below target (75-95% of target) Significantly below target (<75% of target) Zero payout
10%
24% 27% 26% 27% 18% 2009 21% 2008 20%
About the same as 2008 levels 18% Somewhat below 2008 levels 20% Digging Deeper: With executive compensation under fire in the wake of the financial crisis, some companies are undertaking “shareholder-friendly” compensation reforms. Of the companies surveyed, 11% have implemented “clawback” provisions and 9% have eliminated executive perks.
Under pressure: Compensation and retention during a turbulent economy – December 2009 4
Long-Term Incentives In recent years, companies have struggled to maintain the As part of their overall compensation strategies, 67% of overall value of long-term incentives. As stock prices fall, the companies participating in this survey offer long-term companies must increase the number of shares granted to incentives to motivate and compensate high-performing preserve the value of these incentives. With stock prices employees and executives. Of these companies, 64% recovering, 55% of executives surveyed report that the grant stock options; 67% award restricted stock; and 45% value of long-term incentives granted in 2009 will meet or offer multi-year performance plans payable in cash or exceed the value of 2008 grants (Figure 7). stock. Still, nearly one-third (29%) of executives surveyed indi-But with other compensation components under pressure, cated grant values will drop from last year, reflecting the long-term incentives are taking a hit as well. unevenness of the current recovery. When asked to name the reason for this decline, 36% of survey participants Figure 7. How do 2009 long-term incentive grant values compare to 2008? cited “dilution constraints;” 29% listed a “change in the competitive market ” nd 14% cited “fewer eligible par -; a Higher than 2008 13% ticipants due to layoffs or reduced eligibility” (Figure 8). Same as 2008 42% Lower than 2008 29% Not applicable 16%
Figure 8. Reasons why grant values will be lower in 2009 * Dilution constraints 36% Change in competitive market 29% Other 19% Fewer eligible participants due to 14% layoffs Fewer eligible participants due to 14% reduced eligibility Fixed share grants 14% *Among 29% of companies projecting a lower grant value in 2009
Under pressure: Compensation and retention during a turbulent economy December 2009 5 –
Stock options have also taken a significant hit during the Retirement Benefits recession. Nearly two out of three executives surveyed Even retirement benefits have suffered due to the weak (64%) responded that most of their company’s stock economy. Nearly one in three executives surveyed (29%) options were “underwater” (where the exercise price is stated their companies either decreased (9%) or suspend-higher than the current price). Only 10% could report ed (20%) 401(k) matches in 2009 (Figure 10). that “none” of their company’s options were underwater, lsounggg-etestrimn gc tohme priesinnsga titiodne inofc estnoticvke sp roifc es has yet tlo lift the Figure 10. Did your company make changes to its many emp oyees 401(k) match in 2009? (Figure 9). Increased the match Decreased “underwater” 2% the match Figure 9. Percentage of stock options currently No change 9% 10% to the None match 19% 69%Suspended the match Less than 25% 21% 2009 20% 7% 2008 15% 25-50% 11% 50-99% All (100%) 16% 23%
48% 40%
“Our 2009 401(k) match may be reduced or suspended.” – Survey Respondent
Under pressure: Compensation and retention during a turbulent economy – December 2009 6
Little evidence companies are adjusting compensation plans to motivate employees
In an environment of frozen salaries, below-target The primary area of flexibility appears to be with annual bonuses and underwater stock options, are companies bonus awards. While just over one-half of executives looking for creative ways to boost compensation for surveyed (55%) report their companies will make no employees? Not according to the 2009 survey results. changes to the current annual incentive plan, a sizable Rather than launching new programs or modifying exist- minority (20%) indicate senior management will exercise ing ones, according to survey participants, companies discretion in awarding annual bonuses. appear content to hold the line on current compensation practices, while making only selective tweaks around the Companies do not expect many changes to annual edges. incentive plans in the year ahead. One in five (21%) survey participants report they are not planning any • Few Discretionary Bonus Pools: Only 13% of ex- adjustments to next year’s annual incentive plan, while ecutives surveyed, for example, report their companies 36% are undecided. plan to establish a discretionary bonus pool outside of tFhoer rtehgouslea fr einwc tehnatitv ed op,l amn,o sdt o(6w0n %f)r oexmp 2ec2t %t hine p2o0o0l8. Are Some Companies Positioning for to a Recovery? bpeo oslm a l l – 25% or less of the value of the annual bonus While austerity measures dominate the corporate . response to a tough economy, a sizable minority of survey participants report that their companies are taking steps now to rebalance their compensation portfolios ahead of an economic upturn. In addition to adjusting bonus pools and stock options and increasing restricted stock grants, some executives in our survey are also improving base pay, paying larger bonuses, and enhancing long-term incentives: • Increase salaries 3-5% in 2009: According to survey respondents, standard merit increases will be paid for employees (15%) and executives (10%). • Pay annual bonus above 2009 target: Com-panies expect to increase annual bonus payments above 2009 targets indicate 12% of surveyed executives. • Pay annual bonuses above 2008 levels: One in five executives (20%) report this year’s bonus will be above 2008 levels. • Retain top talent: 17% of survey participants report they are implementing retention programs for senior executives now and 13% report they are doing so for middle management, 11% for select business units.
“Holding our own now is our primary goal.” – Survey Respondent • Little Relief for Underwater Options: Employees hoping to see their options above water will receive little help from employers. Only 17% of executives sur -veyed plan to make adjustments to underwater stock options. Less than 5% intend to re-price, cash-out or re-issue options to increase their value to employees. • Marginal Changes to Performance Plans: The majority of companies surveyed (54%) do not expect to make any modifications to their performance plans to boost the opportunity for greater payouts. Only 5% anticipate altering the performance target goals of cur -rent plans, while 2% plan on modifying performance measures. • Restricting Restricted Stock: Just 12% of sur -vey participants boosted restricted stock grants for employees and only 11% increased these awards for senior executives, compared to 20% and 19% last year, respectively.
Under pressure: Compensation and retention during a turbulent economy – December 2009 7
Retention plans remain on the back-burner, even for key employees
Previous Deloitte survey results in the Managing Talent Nearly seven out of ten of executives surveyed (69%) in a Turbulent Economy series have suggested a “resume reported that their companies currently have no plan in tsunami” may be building, with critical employees biding place to retain top talent. Although 26% may consider their time until the economy rebounds and they can leave adopting such a retention strategy, 43% suggested their their current employers for better opportunities elsewhere. companies “have no plans to do so.” If anything, reten-Yet despite the pressures on compensation programs and tion appears to be even less of a priority this year than a nascent recovery, according to survey participants, few last; the percentage of companies with “no plans” to of their companies are being proactive when it comes to develop a retention program jumped 16 percentage points retaining top talent. compared to 2008 (Figure 11). Figure 11. Has your company implemented any retention programs for your Why are companies showing such little concern about los -employees? ing top talent? A sizable majority (72%) indicate retention 17% has not been an issue for their companies. Some seem Yes, for senior executives 18% to believe key employees have nowhere to go in a weak economy. As one survey respondent put it: “Our CEO Yes, for middle managers 13% 2009 says we should be lucky we have jobs!” Nearly one in five and above 19% 2008 (19%) survey participants suggest retention programs are Yes, for certain business 11% simply a luxury they cannot afford (Figure 12). units/departments 17% 4% Yes, for all employees 7% 26% Not yet, but may consider 33% No, we have no plans to 43% do so 27%
Figure 12. What is your primary reason for not implementing a retention program? Retention hasn’t been 72% an issue 68% Recent/impending 24% 2009 downsizing 13% 2008 We can’t afford it 19% 10% Shareholder reaction 3% 3% Other 6% 8%
Under pressure: Compensation and retention during a turbulent economy – December 2009 8
Even interest in non-compensation-based retention tactics have dropped off significantly compared to 2008. The percentage of companies surveyed implementing flexible work schedules declined from 59% to 36%, while telecom-muting programs fell from 46% to 26%. Meanwhile, the percentage of companies not implementing or expanding any of the most popular workforce programs jumped by 25 points – from 29% in 2008 to 54% this year (Figure 13). Figure 13. Has your company considered implementing or expanding other workforce programs to help retain employees? Flexible work schedules 36% 59% Telecommuting 26% 46% Compressed work week 15% 34% Part-time work 14% 26% Subsidies for commuting 2% costs 10% 4% Sabbaticals 3% 4% Other 7% None of these
29%
2009 2008
54%
Digging Deeper: Peer pressure? Not when it comes to compensation and retention practices. Only one in four survey respondents cited “peer company practices” as a reason for altering reten-tion programs – well below the 39% who listed this factor in 2008. When asked what determined the payment of discretionary bonuses, a scant 4% of respondents cited “company performance relative to peer group.” Instead, discretionary awards are being based on internal strategic or operational milestones and employees’ i dividual performance, not upon n competition in the talent marketplace.
Under pressure: Compensation and retention during a turbulent economy – December 2009 9
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